Like economics, the discipline of software development suffers from a weakness that prevents the resolution of competing theories, in that it is generally impossible to perform controlled experiments. It would take an extremely brave manager to ever try out two competing development theories by having two teams build the same product simultaneously. However, it is possible to borrow a technique from theoretical physics and perform thought experiments. Such an experiment would involve having more than one team develop the same product simultaneously, but using different techniques. That type of experiment is the premise of this novel.
The main character is a recent victim of downsizing who is kidnapped and taken to a formerly communist country where the educational level is high and the costs are low. Once there, he succumbs to his fantasies and agrees to perform the experiment of his dreams. With six products to build and a large staff of developers, he splits them into eighteen groups where each product is being built by three teams simultaneously. Each group of the three then uses a different development method. Throw in impossible deadlines and you have a microcosm of software development.
It would appear that such a premise would guarantee a boring book, but nothing could be further from the truth. The book is entertaining and enduring, as developers will recognize most of their development problems, albeit couched in somewhat unique circumstances. Many of the leading figures in the theory of software development management make cameo appearances, including a certain very rich man. The end result is a true stroke of genius that has somewhat of a surprise ending, but actually quite natural, given the current climate in the computer business.
It is rare when a book about the management of software development is not as dull as baked dirt, and this book is indeed the exception. Not only is it entertaining, but you can even learn some management skills in the process.
将复杂的道理 藏在简单有趣的故事里。 我一向比较喜欢这样的书。不像看那些大部头,看得累个半死。 回头想想,也没什么东西。 经历过软件项目的都可以在书中找到对应的情节,虽然总有人说国外的软件行业环境和国内的相差太大,但具体到项目中,每一个项目可能出现的问题,人的...
评分《最后期限》-项目管理重要原则 优质管理的四大要素: 选择正确的人。 为他们分配正确的工作。 保持他们的积极性。 帮助团队凝聚起来并保持团队的凝聚力。 (其他一切都只是"文案"。) 安全和变化 除非感到安全,否则人们就不能去迎接变化。 在...
评分正在做一个项目,边实践边对照着书,感慨故事和现实何以惊人的相似。这一次是重读了,很多事情你只有经历过了,才能理解,才会印象深刻。虽然是小说,没有管理书籍常见的条条框框,但是作者还是很善意的每章的末尾作了小小的总结。 讲几个自己感受最深的: “一拥而上”,企...
评分每读一个章节,都能够在现实的工作中找到或多或少的影子。 想做好项目管理 -- 或者是更广泛意义的管理工作,都应该去翻翻这本书。
评分自己是做营销的,对项目管理没有很深刻的认识,通过这本书,我深刻的认识到项目管理的常见问题,拿着书和公司现状比对,原来是那么的相似。看来美国人和中国人都有同样的问题。 无论怎么说,如过你是门外汉,想了解项目管理,那么这是你必须的一本书。 感谢作者,汗...
台湾旧书店随手买的,豆瓣竟然有~
评分本以为这是一本讲管理的书,最后才发现是码农的YY片儿
评分本以为这是一本讲管理的书,最后才发现是码农的YY片儿
评分前段和中间部分可以,ending不清不楚,可能由于篇幅所限吧。
评分本以为这是一本讲管理的书,最后才发现是码农的YY片儿
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